Updated Mar 17, 2026 by Modern Times Group
MTG scaled its operations to over 4,000 employees across 40 countries, producing 880,000 broadcast hours in 2013, double the output of its primary European competitor.
The company aggressively expanded its geographic footprint in 2013 through new channel launches in the Czech Republic and Tanzania, entry into Turkey, and the acquisition of Bulgaria’s Net Info.
Financial governance is supported by a stable share-premium of SEK 338 million and a fair-value capital reserve of SEK 267 million, with an unqualified audit opinion from KPMG.
Executive compensation is strictly controlled, with variable remuneration capped at 75% of base salary and a long-term incentive plan that granted 373,337 Class B shares to align interests with shareholders.
The board maintains oversight through independent non-executive directors and dedicated committees for audit, remuneration, and corporate responsibility, with an internal audit function reporting directly to the audit committee.
Strategic growth in 2013 included multiple acquisitions across Norway, Latvia, Sweden, and Denmark to diversify revenue streams despite competitive pressures in markets like the Czech Republic.
MTG scaled its operations to over 4,000 employees across 40 countries, producing 880,000 broadcast hours in 2013, double the output of its primary European competitor.
The company aggressively expanded its geographic footprint in 2013 through new channel launches in the Czech Republic and Tanzania, entry into Turkey, and the acquisition of Bulgaria’s Net Info.
Financial governance is supported by a stable share-premium of SEK 338 million and a fair-value capital reserve of SEK 267 million, with an unqualified audit opinion from KPMG.
Executive compensation is strictly controlled, with variable remuneration capped at 75% of base salary and a long-term incentive plan that granted 373,337 Class B shares to align interests with shareholders.
The board maintains oversight through independent non-executive directors and dedicated committees for audit, remuneration, and corporate responsibility, with an internal audit function reporting directly to the audit committee.
Strategic growth in 2013 included multiple acquisitions across Norway, Latvia, Sweden, and Denmark to diversify revenue streams despite competitive pressures in markets like the Czech Republic.